The Anatomy of Public Corruption

Showing posts with label Walnut Creek. Show all posts
Showing posts with label Walnut Creek. Show all posts

OBIT: Darlene Roth former employee during Bennett vs. Southern Pacific Transportation

Darlene Roth


      Self-Employed
      Former QA Analyst at Providian Financial
      Former Human Resources Dept. at Contra Costa County
      Former City Clerk's Office - City Hall at City of Concord
      Former Purchasing/Warehouse at City of Walnut Creek - City Hall
      Former Community Benefit Assistant at Kaiser Permanente
      Former Personal Banker at Chase Bank
      Former Senior Systems Analyst at Southern Pacific Transportation Company
      Former Systems Integrator at IBM Global Services
      Studied at Cal State East Bay  
      Studied at SF State University

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The Work of God: St. Paul's Commons, Walnut Creek

Trinity Center Director Donna Colombo
Speaking of Homeless in Walnut Creek

Todd Cambra banned from Trinity Center froze to death, then John Dullich lost his life the same way the next day and Rhonda found murdered in Las Trampas Creek.  Back in 2009, Adam Milford was found just in San Ramon creek in front of Los Lomas High School and just down the road on Creekside was former Starbucks employee who finished his cosmetology training was splitting time between Starbucks and Salon Amore.




This man has been hit seven times within a 1/4 square mile of Traders Joes in Walnut Creek - deeper in the tape he states he landed on the windshield. Then two months after I interviewed him he was hit again - he's still alive - his July 11th accident

and mine was July 20th but wait there is more - we get free lunches served in Walnut Creek every Monday Civic Park Walnut Creek near the senior center. It's amazing as our other friend was murdered, and at least five others
are have been hit by cars. No one is listening and sooner or later will be killed in a hit and run, Marcus B. and Todd C. are in long term care and John Newman on March 30th 2012, Glen Davis Clayton Road Concord










Submitted by

Stephanie Marti...
on Tue, 2018-05-01 16:32

The Miscues and the Murder of Officer Lester Garnier


I landed here in Walnut Creek, at St. Paul’s , in November of 2016 for my fourth residenin the six years that I’ve lived in Northern California. I always enjoy moving around and meeting new folks
and being some small part of the beautiful tapestry called the Diocese of California. Since I was already living in the East Bay, I had some ideas about what was happening at St. Paul’s. I did not, however, realize just how big and how amazing the work of St. Paul’s was. 

I am, and I continue to be, blown away by the sheer courage and dedication of this community and what it is that they are accomplishing. St. Paul’s is quietly, and with considerable perseverance, doing the work of God for the people of God, and the story of this work is remarkable.

In a nutshell, St. Paul’s is tearing down two old existing buildings on its property and building St. Paul’s Commons , a four-story facility that will house 45 units of affordable housing and provide new space for Trinity Center’s homeless ministries and meeting spaces for the parish and neighborhood.

St. Paul's Commons plans

The project was the joint brainchild of the Rev. Sylvia Vasquez and Donna Colombo, who is the current director of
Trinity Center . To help make their dream a reality, they enlisted the help of a small group of energetic and inexhaustible folks: Charles Couch, Jennifer Machado, Molly
Clopp, Richard Kemink, Dave Mattern and Julie Layne. Despite their each having full lives outside this ministry, they have been working tirelessly with the developer, Resources for Community Development (RCD)


Though it would be easy to get lost in the details of the history of project and all excellent work involved, I want to focus here on one particular example of change and blessing by lifting up the work Trinity Center Director
Donna Colombo. Donna has changed minds in the city of Walnut Creek and, in the process, changed both the lives of its homeless residents and the people who work to help them. St. Paul's Commons will include 45 units of supportive
housing and space for Trinity Center's homeless program.

 
My first encounter with Donna has marked my memory and my heart with a passion, an energy, and an example of a dogged determination that I don’t often see. When Donna was asked to take over the ministry “next door” that morphed from its beginnings as
Fresh Start into Trinity Center, I am sure that she could not have predicted the journey that was to come or the place that she now finds herself in. I think I began to understand the hard work of this process when I attended
the Walnut Creek meeting of the city planning commission.



Trinity Center Director Donna Colombo



Trinity Center Director Donna Colombo





Trinity Center Director Donna Colombo








As I sat through this lengthy meeting, I heard voices of fear, anger, disappointment, and ignorance. But there were also voices of hope. In fact, supporters of Trinity Center’s much-needed temporary move to another location attended
in overwhelming numbers. Not only had the people of St. Paul’s come out in force, the greater community of church and charitable organizations were also a strong and visible presence.




When I began to investigate some of the back story of this remarkable showing of support, I quickly discovered that the hearts and minds of both political and business members in Walnut Creek had been radically changed through the constant and dedicated work of Donna Colombo and Trinity Center. To a person, the members of the city planning commission voiced absolute support of the mission of Trinity Center and the benefit that this little ministry on Trinity Avenue had been able to provide for Walnut Creek, a city bursting at the seams with growth.


The importance of the hearings with the city planning commission and then the city council was because the physical location for Trinity Center Ministries would have to be moved out of their old buildings at St. Paul’s. In order for the project of St. Paul’s Commons to proceed, these buildings had to go. What would Trinity Center do? Where would they go? How could they continue to serve the most vulnerable if the center itself were homeless too!

Some of the more angry voices in the city meetings had hoped that the location selected as the temporary site would be denied. The level of fear and ignorance about the homeless was jaw-droppingly painful to listen to, but, patiently, the city council listened to each member of the community who needed to speak and hoped to be heard. Patiently as well, Donna and members of the Trinity Board stood and responded; they spoke in understanding, love, and compassion
for all the fear, for all the anxiety, and for all the urgent needs.

When the council entered into its own open deliberations, the reflections offered by each member were consistent and could be summarized this way:

Through the dedicated witness of Donna Colombo, and the exceptional day program being run out of Trinity Center, the city of Walnut Creek is a safer more compassionate city. The example of Trinity Center has softened the hearts and minds of city leaders
who, just a few short years ago, wouldn’t even admit that Walnut Creek had homeless people.

The council members noted that, with Donna’s persistence and dogged determination, the business community of Walnut Creek has rallied to address realistically and head-on the issue of homelessness downtown. With the help of Donna and the work of Trinity
Center, Walnut Creek is able to own its responsibility to those who live on the streets now or who are minutes away from being homeless.

Each member stated clearly that denying Trinity Center its application for this temporary move would be a brutal set-back to efforts to address homelessness and the Bay Area’s housing crisis.

Trinity Center’s request

passed unanimously
.




For more information on how to
support Trinity Center and St.
Paul's Commons, please click

here



PCB0004

.







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The Locust Street Murders ~ Margaret Lesher and the Lesher Center @ Civic Drive / Locust Street

Threading the Locust Street Murders to Margaret Lesher

There is pattern in Walnut Creek decades in the making as incidents you can feel the truth weeping out.

The folks at TPG will have to answer to my Whistleblower Complaints on the truly odd collection of RFPs emanating from companies connected to Richard Blum, William McGlashan, CBRE, Regency Centers, Trammel Crow, Lennar, Catellus, Lesher Communications, KnightRidder, Gannett and other outlets may be surprised by what I've found via research.

My story is about witness murders, private equity, mergers and acquisitions linked back to the Matter of Bennett v. Southern Pacific lost in 1989.  It was a winnable case as long the witnesses testified














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Pete Bennett Walnut Creek heard the Gunshot while sitting at Peets Coffee on Locust Street - He said to himself helping Walnut Creek only gets people killed

Connecting The Unions to the Shootings 

The Dubious Phone Call and Time Wasting Project
The folks at TPG will have to answer to my Whistleblower Complaints on the truly odd collection of RFPs emanating from companies connected to Richard Blum, William McGlashan, CBRE, Regency Centers, Trammell Crow, Lennar, Catellus.

My story is about witness murders, private equity, mergers and acquisitions linked back to the Matter of Bennett v. Southern Pacific lost in 1989.  It was a winnable case as long the witnesses testified.  
xxxx2
This crew was outside Sauced Barbecue and Spirits Restaurant when I took this pictures in summer 2016. The Food is Great the owners are chill but just as they were going to open Courtney Brown was shot dead. 


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TPG Capital Buys Catellus Assets for $505M

TPG Capital Buys Catellus Assets for $505M


Buyout shop TPG Capital will pay roughly $505 million for a portfolio of U.S. retail and mixed-use assets currently owned by ProLogis. The properties include Los Angeles Union Station, four shopping centers, two office buildings and two residential development joint ventures, among others. The assets were acquired when ProLogis merged with Catellus Development Corp. in 2005. Private equity firm TPG Capital has more than $48 billion under management.
PRESS RELEASE
ProLogis (NYSE: PLD), the leading global provider of distribution facilities, announced today that it has entered into a definitive agreement with affiliates of
TPG Capital (TPG) to sell a portfolio of U.S. retail and mixed-use assets and the Catellus name for a total purchase price of approximately $505 million.
The properties, owned directly or through equity interests, to be sold in the transaction include: four shopping centers, two office buildings, 11 mixed-use projects with related land and development agreements, two residential development joint ventures, Los Angeles Union Station, certain ground leases and other right-of-way leases. The transaction is expected to be substantially completed in the first quarter of 2011, subject to customary closing conditions. Net proceeds will be used for the repayment of debt and to fund future development activity.
“These assets were acquired in our 2005 merger with Catellus Development Corporation. We have built upon Catellus’ legacy for the past five years and are pleased to see these assets and people transfer to TPG, which has significant experience in real estate and a commitment to building the business. The Catellus assets are high-quality with good long-term prospects, but they are not in keeping with our strategy to concentrate our investment in core industrial properties in the world’s major logistics corridors,” Walter C. Rakowich, ProLogis chief executive officer, said.
“We are excited to partner with the strong Catellus management team in the next chapter of the company’s evolution,” said Kelvin Davis, TPG senior partner. “The company is already well positioned through its diverse portfolio of high-quality, well-occupied assets in growing markets. As a standalone company, we believe the new Catellus will be in an excellent position to capitalize on the economic recovery and build on its strong footprint.”
Ted R. Antenucci Expected to Join New Catellus Entity Mid-2011
It is anticipated that the majority of ProLogis employees associated with the retail/mixed-use properties will be offered employment with Catellus. Following the closing of the sale to TPG, it is expected that ProLogis’ president and chief investment officer Ted R. Antenucci, who joined ProLogis with the Catellus merger in 2005, will rejoin Catellus after a transition period concluding in mid-2011. Mike Curless, managing director of global investments, is expected to assume Antenucci’s investment role upon Antenucci’s departure.
“I would like to thank Ted for his many contributions over the past five years,” Rakowich said. “Not only was he instrumental in the seamless integration with Catellus in our merger, but his efforts as we worked through the de-risking and de-leveraging of ProLogis over the past two years were invaluable. We wish Ted the best in this anticipated next phase of his career with Catellus.
“At the same time, we are fortunate to have Mike Curless with us to take Ted’s place. Mike was formerly the president of Lauth, a major real estate development company, and was with ProLogis from 1995 to 2000. He has been leading our land review and other investment processes throughout the latter part of this year and will work closely with Ted through the anticipated transition.”
ProLogis will retain a preferred equity interest in Catellus of approximately $70 million, which will earn a preferred return at an annual rate of 7 percent for the first three years of the term, 8 percent for the fourth year of the term and 10 percent thereafter until redeemed. Partial or full redemption can occur at any time at TPG’s discretion or after the five-year anniversary at ProLogis’ discretion. ProLogis also will provide $30 million first mortgage financing on Los Angeles Union Station, which will bear interest at 7 percent.
Update to Anticipated Impairments and Other Fourth Quarter Charges
“We are pleased with the progress we have made during the fourth quarter to reposition the company through non-strategic and non-core asset sales, as well as a successful equity issuance and debt tender offers,” Rakowich said. “As a result of these actions, as well as a review of our land bank and other assets and certain restructuring activities, we will incur charges in the fourth quarter associated with the following initiatives.”
* As disclosed on October 26, 2010, in connection with the anticipated disposition of its retail, mixed-use and ground lease assets noted above, the company determined that it expected to recognize a non-cash impairment charge in the fourth quarter. In addition to the charge associated with the planned sale of the Catellus non-core assets, the company expects to incur non-cash charges and impairments related to various other real estate investments (other than land) that are expected to be sold in 2011. The total of all the charges and impairments associated with these activities is expected to range from $170 to $190 million.
* As disclosed on October 25, 2010, the company made a strategic decision to more aggressively pursue land sales, which was expected to result in further land impairments roughly in line with discount ranges presented in the company’s recent investor presentations. As this analysis is now nearing completion, the charges to be taken in the fourth quarter are expected to be $640 to $680 million, representing roughly 27 to 29 percent of the land book basis at September 30, 2010.
* As planned in conjunction with the company’s equity offering and disclosed on December 7, 2010, ProLogis purchased approximately $1.3 billion aggregate principal amount of notes in its senior debt tender offers, which will result in a charge of approximately $139 million to earnings and funds from operations (FFO) in the fourth quarter of 2010. In addition, ProLogis will recognize a loss of approximately $15 million on the repurchase of $303 million aggregate principal amount of convertible debt and a charge of $6 million due to the reduction in capacity on its credit facility from $2.3 billion to $1.6 billion. The total debt-related charge is expected to be approximately $160 million, of which $33 million is non-cash.
* Finally, as previously disclosed on October 25, 2010, in the fourth quarter the company intended to close out various derivative positions in light of the current and anticipated interest rate environment and has identified potential cost savings from platform and organizational efficiencies. Implementation of the derivative cancellations and the efficiency initiatives are expected to result in one-time cash charges of approximately $25 to $30 million.
Additionally, the company is undertaking its standard review of goodwill in conjunction with the preparation of its year-end financial statements. Total goodwill is approximately $400 million, with roughly 60 percent of that amount associated with assets in North America, one-third in Europe and the remainder related to ProLogis’ investment management business.
William E. Sullivan, chief financial officer, said, “All of the items and related charges detailed above have been previously communicated. We are happy to have completed the analyses and to be putting this process behind us, thereby simplifying our reporting. As we move into 2011, we look forward to focusing on growth in our core business.”
2010 Guidance for Core Funds From Operations Unchanged
Excluding all the cash and non-cash charges noted above, the company’s most recent 2010 per diluted share guidance for core FFO and for FFO, excluding significant non-cash items and non-recurring charges, remains unchanged. The charges outlined above equate to per share losses of $2.02 to $2.16 based on the anticipated full-year weighted average share count for 2010.
About ProLogis
ProLogis is the leading global provider of distribution facilities, with more than 475 million square feet of industrial space owned and managed (44 million square meters) in markets across North America, Europe and Asia. The company leases its industrial facilities to more than 4,400 customers, including manufacturers, retailers, transportation companies, third-party logistics providers and other enterprises with large-scale distribution needs. For additional information about the company, go to www.prologis.com.
About TPG Capital
TPG Capital is the global buyout group of TPG, a leading private investment firm founded in 1992, with more than $48 billion of assets under management and offices in San Francisco, Beijing, Fort Worth, Hong Kong, London, Luxembourg, Melbourne, Moscow, Mumbai, New York, Paris, Shanghai, Singapore and Tokyo. TPG Capital has extensive experience with global public and private investments executed through leveraged buyouts, recapitalizations, spinouts, growth investments, joint ventures and restructurings. TPG seeks to invest in world-class franchises across a range of industries. Real estate-intensive businesses constitute a core area of investment focus and expertise for TPG, including ST Residential (a $4.5 billion portfolio of mortgage loans and REO assets previously owned by Corus bank), Harrah’s Entertainment, Fairmont Raffles Hotels International , Neiman Marcus, ParkwayLife REIT, PETCO and Surgical Care Affiliates
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Theranos, Ellison and Ian Murdock

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YVONNE ELDRIDGE Munchausen syndrome by proxy and once again Judge Peter Spinetta

Yvonne Eldridge

Other California Cases with Female Exonerees
https://www.law.umich.edu/special/exoneration/PublishingImages/Yvonne_Eldridge%20(1).jpg
Yvonne Eldridge had years of experience running a foster home in Walnut Creek, California, when, in 1987, she became one of the first foster parents to participate in a special program for medically fragile babies. Most of the infants in this program were born drug-addicted or with life-threatening conditions such as AIDS, and Eldridge was recruited for the program because of her experience and success as a foster parent. Eldridge was featured in a video produced by the San Francisco Department of Social Services to recruit foster parents and in1988, Nancy Reagan presented her with a “Great American Families” award at the White House.

In 1991, Oakland doctors alleged that Eldridge had intentionally interfered with the medical treatments of several of the children in her care.  The Contra Costa County District Attorney’s office investigated for a year, but failed to find evidence to support a conviction. But in November1992, at the urging of the doctors, the State Attorney General’s office took the unusual step of reinvestigating the case.

In the spring of 1993, prosecutors sought to revoke Eldridge’s foster care license. Investigators testified at an administrative hearing that she was responsible for the deaths of three children and tried to harm eight others between 1987 and 1991. Although it was not uncommon for the medically-fragile infants in the program to succumb to illness, the state claimed that Eldridge suffered from a rare psychiatric disorder called “Munchausen syndrome by proxy” that caused her to lie about the physical conditions of the children in her care in order to receive attention from medical professionals. As a result, doctors ordered unnecessary medicines and performed unneeded surgeries on some of Eldridge’s foster children.

The state accused Eldridge of piercing the intravenous line of one child and injecting sodium or potassium into others, causing them to suffer symptoms ranging from breathing difficulties to cardiac arrest.

In March 1993, California Child Protective Services took custody of the newborn son of Eldridge’s daughter, Amber, who was living with Eldridge, on the ground that the infant was not safe in Eldridge’s home. In April, Eldridge lost her foster care license.

In November 1994, a grand jury indicted Eldridge on two charges felony child abuse, and on December 3rd Eldridge turned herself in.

Eldridge’s trial began on May 8, 1996. Contra Costa Superior Court Judge Peter Spinetta had ruled that prosecutors could not introduce testimony about Munchausen syndrome by proxy because it might prejudice the jury. Without referencing the syndrome, prosecutors claimed that Eldridge regularly sought medical care for her foster children for mysterious health problems, and that two sick children began to thrive after being taken out of Eldridge’s home. The two doctors who testified against Eldridge were inexperienced in treating the severe medical conditions that the children were born with, and one of them had never even treated the children Eldridge was accused of abusing. As Eldridge’s appellate attorneys would later argue, the medical records of the children greatly contradicted the testimony of these two doctors. Eldridge’s attorney, Contra Costa County chief deputy public defender Bill Egan, argued that Eldridge was innocent and did the best she could with difficult cases. 

On June 3, 1996, Eldridge was convicted by the jury of abusing two medically fragile babies in her care. The judge allowed Eldridge to remain free on a $100,000 property bond because Eldridge was caring for her husband, who suffered from Lou Gehrig’s disease and attended the trial daily in a wheelchair.

On July 10, 1996, Eldridge was sentenced to three years in prison. The judge allowed her seven weeks to arrange care for her husband before she had to begin serving her sentence in late August.

Eldridge hired new attorneys, Zenia Gilg and Kristen Wohadlo, who filed a motion for a new trial on the grounds that her trial attorney, Egan, had not effectively represented her because he did not call family members, other foster parents, or medical experts who could have testified that the children Eldridge was accused of abusing were genuinely sick and that Eldridge had provided appropriate care. Eldridge’s attorneys also raised evidence that one of the doctors who had initially requested the investigation of Eldridge had a history of accusing foster parents of abuse. Eldridge was allowed to remain free on bond pending the motion for a new trial.

On January 16, 1998, Judge Spinetta ordered a new trial for Eldridge. In February, prosecutors appealed the ruling. In 2000, the California 1st District Court of Appeal remanded the case back to Judge Spinetta, saying that in order to conclude that Egan’s representation was constitutionally ineffective he had to decide that Egan had no tactical reasons for representing Eldridge as he did.

At a hearing on September 29, 2000, Eldridge’s attorneys argued that Egan had failed to call family and friends who could have corroborated Eldridge’s observations about the infants’ ailments. More significantly, Egan failed to find a medical expert to assist in Eldridge’s defense. Egan had asked Dr. Richard L. Oken, a pediatrician, to serve as an expert witness, but provided Oken only with the limited medical records that had been prepared by the prosecution.

In a declaration presented at the hearing, Oken stated that, had he seen the entire medical record, he would have been able to provide accurate medical explanations for the children's fragile medical conditions. Eldridge’s attorneys also argued that Egan failed to present evidence that one of the doctors who raised allegations against Eldridge, Dr. Marc Usatin, had previously made a pass at Eldridge, had been accused of a series of unwelcome sexual overtures directed at other patients and hospital staff, and had a history of accusing women of Munchausen syndrome by proxy.

On December 21, 2000, Judge Spinetta ordered a new trial based on the ineffectiveness of Eldridge’s trial attorney. The state again appealed the ruling. On Sept 20, 2002, the Court of Appeal upheld the decision. On January 8, 2003, prosecutors dismissed the charges against Eldridge.

– Alexandra Gross

Report an error or add more information about this case.

Posting Date: 9/28/2012
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